I was promoted to my first management job when I was 22. I had been at the company for a little less than a year and was asked to step into the role of assistant manager. It was for a moderate sized store that belonged to a retail chain. I lasted less than 4 months in that role. Now, let’s ignore for just a moment the fact that I never wanted a career in retail in the first place, and only took the job because the market looked grim at the time. Regardless of this is the fact that I was not prepared or developed to be put in that leading role in the first place.
The changing talent acquisition landscape requires a more proactive, engaging, multi-touch approach to attracting leads and converting them into applicants and hires. For modern recruiting organizations, the answer is implementing a modern Recruitment Marketing strategy to make better hires today and build a pipeline of qualified talent to nurture for the future.
“Bad” and “hire” are two words recruiters never want to hear said together. Not only can it undermine trust in the recruitment process, but it’s also a very costly problem. The average cost of a poor hiring decision can equal 30% of the individual’s first-year potential earnings -- not just from the turnover, but also lower productivity, a damaged employer brand, lower employee engagement, and higher manager time spent on mitigating underperformance.
As the lines between recruiting and marketing continue to blur, recruiters are embracing the digital and data-driven strategies that transformed marketing. One of the biggest trends is the adoption of an inbound marketing approach, which at a high level means driving inbound prospect leads versus relying on continually pushing out messages. It starts with creating engaging and search-optimized websites, capturing leads with clear and compelling calls to action, such as signing up for an eBook, and then nurturing those prospects over time by communicating relevant and useful information that ultimately helps encourage those prospects to purchase. Talent acquisition teams are applying these same methods and using new technologies so that they can fuel the same process to build and engage their own talent pipelines.
I observed organizations struggle with how to recruit, retain and manage four generations in the workplace and I saw what it cost them. I knew it could be handled differently and that those organizations that adopted the new strategies I was proposing -- for assessing, engaging and developing top talent -- would not only stay in business, but would also gain a significant competitive advantage in the labor market and in the industries they served. And so it has been proven.
What can we learn from an election year? Even before candidates are officially announced, our opinions of them have been influenced by years of media appearances, interviews, social media profiles and even the opinions of trusted friends and family. This year, I challenge organizations to think about their candidate experiences as though your company is running for office and you want quality talent to vote for you. If you took a look at your company’s website, your value proposition and even your job listings, would you apply to work at your own company? If not, it’s time to reevaluate your candidate experience.
Although our organizations are hopefully not embroiled in the level of chaos we are witnessing in the current political system, we are nevertheless equally affected by misdirected reward programs created to achieve one outcome while producing another unintended outcome.
The nuances of “managers” versus “leaders” are not well understood in many organizations. Noted thought leader, Josh Allan Dykstra, wrote in a recent article that when we ask people to “manage” we’re in effect asking them to block the path of progress and stand in the way of innovation. What we really must do is create leaders out of everyone in the organization and enable individuals at all levels to bring their highest contribution, best ideas, and full engagement to work all day, every day
$500 million worth of jobs were sent to search through our marketplace by employers in 2015. Those jobs were posted by talent acquisition managers looking for the best candidate to fill each open role, leaning on a must have resource – recruiting agencies – in challenging situations such as tight timelines or hard to fill roles. Sending a job to search can be a more expensive way to recruit, but when you understand what to expect in terms of fees and performance, it’s worth it.
“How do we demonstrate the value of HR to our organization, and step up its role as a strategic business leader?” We hear this question from clients in all industries, in all company sizes and at all levels—from the CEO/CHRO to the HR business partners and their internal clients. When HR plays a critical role during organizational change and transformation, companies see more powerful and immediate results.
Spurred by incessant jousting over whether one of the U.S. presidential candidates might be “hardening or softening” their position on immigration policy, I thought recently about an altogether different arena, the workspace, and the evolution of management style that many of us find ourselves in the midst of, as we journey between a top-down command and control style (hard), and a more collegial and inclusive (softer) style. Regardless of where one is on that transition curve, and your direction of travel, there are still some universal precepts, ‘iron laws’ if you will, that bear adherence.
Coaching is a hot topic for many companies. Multiple studies show that traditional coaching can improve business performance, productivity and customer service, but the big question is: Could e-coaching help CEOs and enterprise leaders tap into an even greater connection between profitability and training?
Have you ever struggled to find the right candidate for a position in your organization? You’d be hard pressed to find a talent acquisition professional who could answer that question with a resounding, “Nope!” In fact, research from HCI has shown that organizations with an internal talent sourcing strategy report less of a struggle to fill leadership positions than organizations that search for talent externally.
Managing performance—regardless of industry—is a fundamental aspect of facilitating long-term growth and change. It means developing a clear vision and executing a strategic plan to help an organization or institution successfully achieve its goals. But here’s the thing: Managing performance is not as straightforward as it might seem. It’s more complex than merely communicating goals and expecting results. It’s an active, engaging process involving several moving parts.
Talent acquisition professionals the world over are talking about Millennials. Who are they? What do they want? What is the deal with PokemonGO? What could I possibly have learned about them on a farm in rural Virginia where even a GPS doesn’t work? As a non-farmer, I was surprised to suddenly hear the conversation turn to a discussion about Millennials and how they are shaking things up. I thought to myself, “Well this topic sounds familiar!”
Intention is defined as a determination to act in a certain way. While many organizations have values that create intention, oftentimes the values are not being tied to desired leader and employee actions. In other words, there is a need to define how your employees behave in everyday situations to demonstrate the organization’s most critical values. It sounds so simple, yet it is often overlooked.
Your experiences and your interpretation of those experiences slowly and subtly lead to beliefs and assumptions, or mental models, that then drive your behavior. Those mental models may be driving you to play not to lose instead of playing to win. We will present some “playing not to lose” mental models, as well as their antithesis “playing to win”, mental models for your reflection in each of the four areas mentioned above.
Employers added 287,000 jobs in June, 2016 and many believe America is at - or near - full employment. In addition, 10 thousand people reach the retirement age each day. With these eye opening statistics in mind, there is one thing we can all agree on: the talent market is in full flux.
Diversity in the workplace is a major focal point for human resources professionals. There are classes designated to learning about implementing diversity, researchers who study it and entire publications that write about it. But what if without even realizing it the very hiring professionals that are committed to diversity and equal opportunity were making the same kinds of hires over and over? What if humans just aren’t good at making unbiased hiring decisions?
Organizations spend a considerable amount of time, money and effort in hiring the right people. Once the employees are in the system it makes good sense to have the tenure balance the investment cost. However, as any working professional would tell you, the calculation isn’t always that simple.